“Transformation is not just about how it's going to impact procurement, but about how it's going to impact the entire enterprise through the efforts that will be happening within the procurement function.” – Natasha Gurevich, Founder & CEO, Candor Procurement
This dilemma has elevated operating models to become a central theme in procurement conversations, and it’s certainly a topic we’re hearing more and more about. Because of this, Kelly Barner and I recently had a conversation about why procurement operating models have become such a hot topic, and what this also reveals about how procurement is coping with process change, talent management, and technology investment.
In this episode, we discuss how procurement's organizational approach has evolved over time and why many teams are now rethinking their operating models to adapt to new realities and demands.
At our live event, Catalyst LA, taking place on May 6th in Los Angeles, California, Natasha will take the stage to share her expertise on navigating procurement transformation, evolving procurement operating models, and how to create the maximum impact as a procurement leader.
In these excerpts, Natsha gives Catalyst LA attendees a preview of what they can expect on May 6th:
Speak the Language of Your Stakeholders
"The best way for CPO to get the attention of the CFO is not to talk about procurement transformation, but to talk about the impact that the actions related to the function of procuring, of buying goods and services, how positively they will impact the organization, what may potentially lead to improving cash flow, what can lead to reducing risk."
The Technology-Readiness Gap
"On one hand, we are all a little bit concerned that in some areas, progress is slow and hard to come by. On another hand, super fast development of technological solutions impacting the procurement space is coming to us in massive waves and our readiness from a procurement organizational perspective and mindset is not necessarily there yet."
Procurement’s Transformation Balancing Act
"During transformation, balancing acts happen on many different levels. You're coming into an organization with a new agenda, with a new vision, with a new strategy. You have to balance that new vision and old habits. You have to balance between how positively it will impact the business in the long term and how impactful transformational steps will be for people in the short term."
Appealing to Marketing
"If you come to the CMO and you talk with the CMO about procurement transformation, they're going to start inspecting their nails very quickly. You're going to lose their interest, because it's not relevant to them.
“If you talk about speed to market, if you talk about how moving from 4,000 agencies to 400 agencies can help marketing professionals, how creating an online single source solution for all promotional items will protect the brand integrity... Once you start speaking their language, you will get their attention."
Learning From Others
"I'd say that's probably how I went from a temporary employee in the procurement organization to the CPO. It's because I was just shamelessly taking pieces of knowledge from everyone who I met, and I was integrating them into my daily practices everything that I would find relevant and timely."
Learning to “Sell” Transformation at Catalyst LA
"We'll make it real for procurement professionals sitting in the audience and trying to figure out how do I break through? Because that is one of the main questions for procurement professionals. How do I sell internally? How do I break through resistance, misunderstanding, lack of interest, and just pure rejection?"
